Closing the Performance Gap

Think about the people who work for you. Do any of them need to improve performance? Should you have had a discussion with one or two of them within the last 60 days? Is there a gap between their performance, the job description and your expectations? Think of the one who needs this discussion the most... the one with the most significant gap between actual performance and your expectations (P/E gap).

Why haven't you had the performance/expectations discussion with the person? The reason that discussions regarding needed improvement do not occur as frequently and clearly as they should may be due to the myths surrounding these conversations.

Myth I It's adversarial. You see these conversations as punishment...or at least as conflict and fear that they will cause resentment and worsen your relationship with the employee. You feel that you already have enough workplace problems and you don't need to increase tension between you and your staff.

Truth: The purpose of a P/E Gap meeting is to do just that ...close the gap between the employee's performance and your expectations; the requirements of the job. If this is all a manager has to do, the use of anger and threats are unnecessary. The best tool is the ability to communicate in a clear, calm, supportive, non-threatening manner. Stay calm and professional. After all, when you hired him or her, you had tasks, duties and responsibilities is mind for that person and conversely, when he or she accepted the position and reported to your company on the first day, the intent was to perform that job.

At what point do some managers forget this relationship and become uncomfortable when discussing the job description? It was very easy during the interviewing process. It is not only natural...it is necessary to productivity and morale. Clear, specific expectations are proven motivators of employee performance and can affect your organization's profit. Employment law guidelines advise that companies must let employees know where they stand and must be given an opportunity to correct the problem.

Myth II I don't like being a judge and I don't like having to make people change. You avoid discussions of the P/E gap because you feel that you lack the ability conduct an effective meeting. Judging, criticizing and delivering what can be perceived as bad news is an unpleasant task that should be avoided as long as possible.

Truth: The problem should never be stated in terms of criticizing the employee but rather the employee's behavior and more importantly, how his or her behavior relates to the job description. It should be about the P/E Gap and the results needed. This reduces and shifts your role from judge or punisher to that of a manager having a problem-solving meeting with an employee. It is not a manager's responsibility to make an employee change. That responsibility rests with the employee. The employee has ultimate control over his/her behavior...not you.

Myth III It is useless...People won't change.

Truth: That may be true for some employees but clearly stated expectations, support and follow-up have proven to be effective motivators of behavior. Also, as a manager, it is your responsibility and juries have stated that employees at every level of an organization have a right to know where they stand, to be warned and given an opportunity to improve.

Note regarding job descriptions: I strongly suggest that you have written job descriptions. But when I refer to job descriptions, I include the job description that exist without being written; the ones that are created by current employees along with the requirements that you have established for the position.

Notable quotes on high integrity feedback

• From A Passion for Excellence, by Tom Peters and Nancy Austin (chapter or coaching) "Confronting does not mean a tough battle, clash or personal attack, an unplanned hostile discussion, browbeating or threatening. It never means treating people badly. Done by the best, it is in no way an opportunity for a frustrated leader to unload on someone else. Confronting is a form of counseling in which the alternatives and consequences are clear and close at hand. Provided the individual understands performance expectations, and provided you have done everything you can to foster improvement, confronting can be constructive and caring response to an individuals chronic low performance--a face-to-face meeting where you bring an individual's attention to the consequences of unacceptable performance, which includes reassignment or termination. Confronting recognizes that change is imperative."

• From The Seven Habits of Highly Effective People, by Stephen R.Covey, (page 196) "Integrity....is simply this: You treat everyone by the same set of principles. As you do, people will come to trust you. They may not at first appreciate the honest confrontational experiences such integrity might generate. Confrontation takes considerable courage and many people prefer to take the course of least resistance, belittling and criticizing, betraying confidences or participating in gossip about others behind their backs. But, in the long run, people will trust you if you are honest and open and kind with them. You care enough to confront."

What to do now: The first thing you must do after deciding to have a P/E Gap discussion is to realize that:

• You have the right and obligation as a manager to initiate the discussion and they have a right to know how you think about their performance.

• It is a problem-solving meeting related to the requirements of the position. Plan to insure that your behavior is the best behavior in the room...regardless of the other person's behavior. Another key question you must answer is "In one word or a short phrase: How do I want this employee (whether he/she is a key manager or a janitor) to feel after the meeting is over?"

Consider the following possibilities:

• Intimidated

• Browbeaten

• Punished

• Put in his/her place

• Clearly communicated with

• Future with Company is dim

• Future with Company is bright

• I can make a contribution here

• Enthused by mutual planning

• Glad to know what is expected

• Excited to move forward with more information than before

• Covered up with criticism

• My Boss is a _______.

Although you can't control the employee's response to the meeting, answering this question will help to determine your choice of words, tone and volume, body language and the overall message you send.

Conclusion: Make yourself a three-month plan to get better at and more comfortable with all types of business discussions with your employees.